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De-politicize decision-making

“We have to find a way of separating critical decisions from personal ‘wins’ and ‘losses.’”

The quality of top-level decision making is often compromised by executive hubris, unstated biases, and incomplete data. Moreover, the number of variables that must be factored into key decisions keeps growing. In deciding to spend millions of dollars to enter a new market or back a new technology, senior leaders seldom seek the advice of rank-and-file employees. However, those on the ground are often best placed to evaluate the issues that will make or break a new strategy. Companies need new decision-making processes that capture a variety of views, exploit the organization’s collective wisdom, and minimize position-related biases.

26 Stories
62 Hacks
7 Barriers

De-politicize decision-making

“We have to find a way of separating critical decisions from personal ‘wins’ and ‘losses.’”

The quality of top-level decision making is often compromised by executive hubris, unstated biases, and incomplete data. Moreover, the number of variables that must be factored into key decisions keeps growing. In deciding to spend millions of dollars to enter a new market or back a new technology, senior leaders seldom seek the advice of rank-and-file employees. However, those on the ground are often best placed to evaluate the issues that will make or break a new strategy. Companies need new decision-making processes that capture a variety of views, exploit the organization’s collective wisdom, and minimize position-related biases.

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Understanding a company’s culture is a key component that leaders may ignore. When I took on a new role, an updated strategy was cited as top priority. What the team needed was a culture boost.
Story by Jonathan Becher on November 1, 2011
Since 2007 I conducted an independent research effort (The Liquid CIO), with the aim to understand if it is possible to think of an IT organization that is truly innovative and engaging, without the l
Story by Francisco Boerr on January 4, 2014
Rules are daemons. They reproduce themselves and suppress human potential such as autonomy, sympathy and altruism.Tokio Marine & Nichido Fire Insurance Co., Ltd.
Story by Tsukasa Makino on October 30, 2013
Leading without "Title" empowers ordinary employees and lower-level specialists the opportunity to really contribute and build an organization.
Story by Francis Jeyaraj on April 15, 2013
When Kraft Foods embarked on an important program to re-define its corporate purpose, vision and values, they decided not do it in a closed meeting room in Chicago but instead open up the process and
Story by Anna Peters on April 9, 2010
To thrive, companies and industries need to look at “disruptive technologies and processes” as opportunities rather than threats.
Story by Atul Khanzode on December 23, 2011

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